If any term, other than team, permeates the management lexicon in the 90s, it is that of total quality and continuous improvement. If one listens carefully to the terminology and context of TQ discussions, it quickly becomes apparent that this subject, for the most part, is designed for the manufacturing environment.

In this workshop, we introduce the concept and the practicality of applying the same total quality/continuous improvement principles and practices to work and team processes. This includes mapping key work, management, and business processes that cross the multi-functional departments represented by the team members as well as areas of team processes such as decision making, meetings, and problem solving.

Participants will be introduced to the concept of “transaction flow analysis,” a tool that allows the team to quickly and effectively map the flow of thinking in its basic processes and to visibly see gaps and overlaps that impact the efficiency and effectiveness of those processes.

The team will select a number of the more common team processes and apply this diagnostic procedure to them, developing an action plan for improving work issues and the quality of their core processes.